Professional Documents
Culture Documents
Buildup
Buildup
Level
Level 5
5 First Who… Confront the Hedgehog Culture of Technology
Leadership
Leadership Then What Brutal Facts Concept Discipline Accelerators
Disciplined People Disciplined Thought Disciplined Action
Level 5 Leadership
5–Level 5 Executive
4–Effective Leader
3–Competent Manager
Attribute success to
other than themselves
Look in mirror and 5–Level 5 Executive
take full responsibility 4–Effective Leader
for poor decisions 3–Competent Manager
Many people have the 2–Contributing Team Member
potential to evolve
1–Highly Capable Individual
into Level 5
Good to Great
Buildup
Level 5 First
First Who…
Who… Confront the Hedgehog Culture of Technology
LeadershipThen WhatBrutal Facts Concept Discipline Accelerators
Then What
Disciplined People Disciplined Thought Disciplined Action
First Who . . . Then What
Buildup
Stockdale Paradox:
Retain absolute faith
that you can and will
prevail in the end,
AND at the same time
confront the most
brutal facts of your
current reality,
whatever they might
be.
Good to Great
Buildup
Hedgehog
Level 5 First Who… Confront the Hedgehog Culture of Technology
Leadership Then What Brutal FactsConcept
Concept Discipline Accelerators
Disciplined People Disciplined Thought Disciplined Action
Hedgehog Concept
Hedgehogs simplify a
complex world into a
single organizing idea,
a basic principle or
concept that unifies
and guides everything.
Hedgehogs see what is
essential, and ignore
the rest.
Hedgehog Concept
The Hedgehog Concept is a deep
understanding of three intersecting
circles translated into a simple,
crystalline concept:
What you are deeply
passionate about
What you can be best
in the world at
What drives your
economic engine
Hedgehog Concept
Simplicity
What you are deeply within
passionate about the three
circles
Executive
Decisions
Good to Great
Buildup
Involves a duality.
Requires people who
adhere to a consistent
system.
Gives people freedom and
responsibility within
framework of that system.
Culture of Discipline
Includes willingness to shun opportunities
that fall outside the three circles.
Budgeting is to decide which arenas fit
Hedgehog Concept and should be fully funded
and which should not be funded at all.
“Stop doing” lists are
more important than “to
do” lists.
“Anything that does not
fit with our Hedgehog
Concept, we will not do.”
Good to Great
Buildup
Buildup
Flywheel
The Flywheel
Good-to-great
transformations never
happened in one fell
swoop.
There was no single defining action, no
grand program, no one killer innovation, no
solitary lucky break, no miracle moment.
Instead they followed a predictable pattern
of buildup and breakthrough.
Like pushing on a giant, heavy flywheel, it
takes a lot of effort to get the thing moving
at all, but . . .
The Flywheel
With persistent pushing . . .
In a consistent direction . . .
Over a long period of time . . .
The flywheel builds momentum . . .
Eventually hitting a point of breakthrough.
In good-to-great companies problems of
commitment, alignment, motivation, and
change largely take care of themselves.
Alignment follows from results and
momentum, not the other way around.
Good to Great
Buildup